...Summary of LEEDCo Case Study The case study provides a historical insight into the wind-based renewable energy source, and brings to light LEEDCo—a regional non-profit and economic development organization, that is engaged in creating an offshore wind energy industry in Ohio. As commonly known, wind power is derived from airflow using wind turbines or sails to produce mechanical or electrical power. Typically, the mechanical power is harnessed from windmills, and transferred to an appropriate application, which requires power. Wind energy has been and currently is a preferred alternative to fossil fuels, on account that it is plentiful, renewable, widely distributed, clean, produces no greenhouse gas emissions during operation and uses little land. The effects on the environment are generally less problematic than those from other power sources. In the forefront of the case, a historical brief is given, depicting wind energy source history, its current utilization throughout the world in contrast to its harnessing and utilization in the US, and both the highlights and the troughs of wind-based energy industry development in the US. The examples and arguments for the above are structured in the context of economical, political, and social boundaries, and give the reader a good taste of what the “lay of the land” looks like. In August 2009, Lake Erie Energy Development Corporation (LEEDCo) found its beginnings from the Great Lakes Energy Development Task Force (GLEDTF)...
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...and conserve the environment in all phases thru responsive and responsible planning, development and property management. We know that our work impacts on the lives of our customers, the interest of investors and business partners, the well-being of communities that we build and the welfare of the environment. * To be the preferred choice by customers who want a better and healthier environment for families, working communities that will grow and thrive thru time. * To be the benchmark in the industry for novelty and freshness in project concepts, for well-thought of and perfectly executed projects, and for long-term after sales relationship. * To be a caring and motivating employer supporting employees’ knowledge advancement, growth, health and aspirations for a quality life making them responsible citizens in society. * To be a worthy investment to our shareholders, creating and unlocking values of properties we develop which translate into long-term returns for investors. Values We are responsive and responsible to our customers throughout our projects’ life cycles – from concept to completion and beyond. We are future-ready. We are future proof, by design. Objectives ArthaLand is a focused real estate company bringing together a brain trust of experts in property development and management. ArthaLand is an entrepreneurial, world-class, boutique developer of unique, enduring, and sustainable projects in the residential, office, and leisure segments. ArthaLand...
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...international growth. The opportunity to make money in this country is what excites companies to try and integrate their businesses into the area. China is currently a part of the BRICS association making it one of the five major emerging economies in the world. China is located in Southeast Asia along the coastline of the Pacific Ocean. It sits as the fourth largest country in the world and is currently the second largest economy in the world measured by the Purchasing Power Parity Scale. This scale shows that a product in two different countries should have the same price when expressed at the same currency. With China’s size and increasing economy they have really worked to open their economy to international trade. This opens up the market for companies to try and enter and become successful. (Economy, 2010). Companies like KFC and McDonalds saw they opportunity and began to enter the Chinese market. These bolds moves paid off for some and not so much for others. Throughout the analysis we will see who the real winner is and what the future holds for these industries. QUICK-SERVICE INDUSTRY Both KFC and McDonalds are part of the quick-service industry. Many people know this industry as fast food but this is the correct name for it. This industry has been around for years and is currently a mature industry. That means that the means of the industry is understood by everyone and there is no new technology entering the industry. The rate of innovation in new products and technology...
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... Table of Contents Abstract.................................................................................................................................................... 3 Introduction ............................................................................................................................................ 3 1. Macroeconomic Planning in the Soviet Union ................................................................. 5 1.1 The Early Policies of Period One ................................................................................................... 5 1.1.1 War Communism .......................................................................................................................... 5 1.1.2 The New Economic Policy (NEP) ............................................................................................... 9 1.1.3 Democratic Centralism ............................................................................................................... 11 1.2 The Significance of Economic Planning on Living Standards ................................................. 13 1.3 Five-Year Centralized Plans and Effects on National Income ................................................. 20 1.3.1 Trade Imbalances ........................................................................................................................ 24 1.3.2 Golden Rule Capital Level of Stock...
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...EMC 2 : DELIVERING CUSTOMER CENTRICITY— CASE STUDY EXECUTIVE SUMMARY Founded in 1979 by Richard Egan and Roger Marino, college classmates, EMC Corporation started fueling into the emerging industry of data storage. EMC promised its customers a new kind of relationship where they would ultimately be the center of their mission, and being able to deliver results with outstanding quality was their main priority. Adding stepObyOstep a strong Customer Relationship Management (CRM) practices, became the company’s drive for business, while keeping in mind the importance of listening to the voice of their customers at all times. With strengths and weakness to work upon, EMC has been able to innovate and compete in the industry; integrating technologies such as Web 2.0 to maintain the customerOdesired digital interactions effectively. With years of experience and success, EMC customers started demanding a different, and yet unknown to the company, touchOpoint integration. Their wellOdeveloped faceOtoOface communication was no longer customer’s ideal way of getting in touch with them and were driven towards a more technological, easier way, digital interaction. As such, their customized CRM practices where in need for a change, from which studied alternatives are being provided as possible ways for the company to efficiently satisfy their valued customer centricity. The main uncertainty would be: if having high tech would really deliver high touch, and if the center of the company...
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...Oracle VM VirtualBox R User Manual Version 5.0.0 c 2004-2015 Oracle Corporation http://www.virtualbox.org Contents 1 First steps 1.1 Why is virtualization useful? . . . . . . . . . . . . . . . 1.2 Some terminology . . . . . . . . . . . . . . . . . . . . . 1.3 Features overview . . . . . . . . . . . . . . . . . . . . . 1.4 Supported host operating systems . . . . . . . . . . . . 1.5 Installing VirtualBox and extension packs . . . . . . . . 1.6 Starting VirtualBox . . . . . . . . . . . . . . . . . . . . 1.7 Creating your first virtual machine . . . . . . . . . . . 1.8 Running your virtual machine . . . . . . . . . . . . . . 1.8.1 Starting a new VM for the first time . . . . . . 1.8.2 Capturing and releasing keyboard and mouse 1.8.3 Typing special characters . . . . . . . . . . . . 1.8.4 Changing removable media . . . . . . . . . . . 1.8.5 Resizing the machine’s window . . . . . . . . 1.8.6 Saving the state of the machine . . . . . . . . 1.9 Using VM groups . . . . . . . . . . . . . . . . . . . . . 1.10 Snapshots . . . . . . . . . . . . . . . . . . . . . . . . . 1.10.1 Taking, restoring and deleting snapshots . . . 1.10.2 Snapshot contents . . . . . . . . . . . . . . . . 1.11 Virtual machine configuration . . . . . . . . . . . . . . 1.12 Removing virtual machines . . . . . . . . . . . . . . . . 1.13 Cloning virtual machines . . . . . . . . . . . . . . . . . 1.14 Importing and exporting virtual machines . . . . . . . 1.15 Global Settings . . . . . . . . . . . . . . . . . . . . . ....
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